Unlocking the Key to Thoughtful Decision Making

Practice managers often face complex decisions where the stakes are high, requiring a careful balance of practicality, empathy and alignment with the practice’s core values

CREDIT: This is an edited version of an article that originally appeared on HR Strategies Now

Here’s a familiar scenario: a team member suggests a new initiative, or you’re asked to review options for a new process, tool, or project. Now you’re faced with a range of possibilities, some of which you can assess with confidence, and others that fall outside your expertise.

For practice managers, making the right choice can have significant implications for staff, patients and the wider community. If you’re looking for ways to navigate these challenges and make well-informed decisions under pressure, read on for practical strategies and common pitfalls to avoid in your decision-making process.

Ask for Information

When you don’t have all the facts, how do you make the call? For practice managers, this question often arises when faced with requests from clinical staff, support teams, or external providers. Whether it’s a proposal for new software to streamline operations, a suggestion for upgrading equipment, or a pitch for a resource that promises to improve patient care, the pressure to act quickly can be intense.

However, making decisions with incomplete information carries risks. Moving forward without fully understanding the implications – financial, operational, or patient-facing – can lead to outcomes that fall short of expectations, stretch budgets unnecessarily, or disrupt workflows. While it’s essential to remain open to new ideas, the key lies in creating a structured process to assess requests effectively, ensure due diligence and mitigate risks.

Align with Values

Even the most well-intentioned decisions can backfire if they clash with a practice’s ethos and core values. In a healthcare setting, where trust and culture are foundational to success, decisions that conflict with the organisation’s guiding principles can have far-reaching consequences. For example, investing in a cost-effective telehealth solution might seem logical from a budgetary perspective but could alienate patients who lack access to technology or prefer in-person care.

When decisions are made, clearly articulate the reasons behind them, tying them back to the practice’s values. This approach helps build trust and demonstrates that decisions are made thoughtfully and with integrity.

Balance Emotional Influence

Practice managers are human, too. When decisions impact the livelihoods and responsibilities of staff, it’s natural for emotions to come into play. Practice managers often find themselves balancing a fine line between compassion for their colleagues and the practical demands of running a healthcare organisation efficiently.

In many situations, practice managers might feel torn: they understand the perspective of the medical team and the potential impact on patient care, but they must also prioritise the financial health of the practice and consider the wider needs of other departments.

A “no” doesn’t always have to be absolute. Explore creative compromises, such as phased implementation of a project, pooling resources with another team, or identifying external funding opportunities. Recognise and validate the emotional weight of decisions, especially when they affect someone’s role or department. A simple acknowledgment, like “I know this isn’t the outcome you hoped for,” can go a long way in maintaining positive relationships.

Making decisions is rarely simple. Successfully navigating the process requires balancing empathy with practicality, gathering comprehensive information and ensuring every choice aligns with the practice’s core values. By approaching decisions thoughtfully and communicating transparently, practice managers can foster trust and confidence across their teams and deliver outcomes that benefit staff, patients and the wider community.